DOCSLIB.ORG

See It Differently Oldham

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
See It Differently Oldham Oldham See it differently A Place Marketing Strategy for Oldham Executive summary Foreword This strategy sets out our ambitions for It’s about having an open door policy. Being prepared Oldham – a place with an exciting future that to work quickly with partners to make decisions and get results. has so much to build on. By doing so we’re already cultivating partnerships with the Our borough has its own proud niche in history as the collective energy to deliver mutual benefits that can push cotton spinning capital of the world. Oldham onto the next level. It is an industrial revolution boom town that went on to And by working to deliver a greener, more sustainable manufacture the Lancaster Bomber and today is home economy with the capacity to support innovation and to national and international brands – plus major new entrepreneurs, we’re also going to play a more prominent opportunities. role in our City Region. These are exciting times for Oldham. But it is also now vital that we work to create a whole new We have a new Metrolink line, flagship projects to transform generation of ambassadors. our town centre and remarkably diverse assets that may This strategy sets out our clear ambition to sell our surprise you. message better: showcase our excellent location, transport We have superb connectivity to Manchester city centre and and heritage, and show the world we are open for business. the M62 corridor, for example, yet more than a quarter of Ultimately, we believe it is people who will sell our offer – our borough sits within the Peak District National Park. whether they’re opening a business here, buying a new We also have the youngest population in the region, low-carbon home or even just visiting to enjoy our stunning with access to outstanding higher and further education new cinema development. establishments – plus a strong base of more than 5,000 They can spread the word that Oldham is a great place to businesses across all sectors. invest, visit and live. Yet even with assets like this, we know the work to restructure our economy won’t succeed by accident. It needs people, commitment, and aspiration. Jobs and growth are our clear priorities and to achieve that our place marketing strategy needs to challenge and change perceptions. To get people to see Oldham differently, the Council is stepping up to play a leadership role like never before. That’s not just about us investing £100m on key regeneration projects, or the great work we’ve done to create land opportunities, support services and financial Jim McMahon, Carolyn Wilkins, incentives to attract inward investment. Oldham Council Leader Oldham Council Chief Executive It’s about working co-operatively alongside people who are equally committed to our ambitions. 2 3 1. The Place Vision Oldham is a place of ambition. A place that Our ambition celebrates and builds on its heritage – the Our ambition is based on our rich heritage and the people, places and things ‘made in Oldham’ wonderful natural environment Oldham already has to which help make Oldham distinctive. offer, along with our determination to work in partnership to turn our ambitions for the future into reality. Underpinning Our Place Vision is of Oldham as: our ambition is the need to grow our economy through • A productive place, with healthy, aspirational and private and public investment which will create jobs for sustainable communities - a place that plays an active Oldham residents. role in Greater Manchester. We know that Oldham is already a great place to live, visit and do business in. Our ambition is to make it an even • An ambitious place, delivering economic growth better place and to get as many people as possible to see, – particularly in the town centre and on strategic understand and believe in its greatness. employment sites – capitalising on the excellent connectivity and development opportunities we offer, This second element of our ambition – challenging and securing investment and creating the confidence and changing perceptions of Oldham – is what drives our conditions for businesses to thrive. place marketing strategy. • A desirable place, attracting people to visit, shop, work and live here, with thriving high streets in all our districts – ones which strike the right balance between existing major chains and independent retailers – offering a fantastic mix of events, leisure and cultural facilities. • An enterprising place, home to a young and growing population with continually improving educational achievements and a track record of innovation. Delivering a work-ready, ambitious, self-starting pool of employees and entrepreneurs across the borough, who are ready and prepared for the changing nature of employment opportunities. • An inspiring place, with a co-operative culture that encourages residents and businesses to speak positively about all the area has to offer, now and in the future, and to take pride in its heritage - celebrating the people and products ‘made in Oldham’. 4 5 2. Oldham The Place 2.3 Alongside a strong private sector, the borough is also home to a number of local and national 2.1 Oldham is a metropolitan borough of Greater public organisations including Guinness Northern Manchester. An attractive place to live and work Counties, First Choice Homes Oldham, Voluntary between Manchester City Centre and the Peak Action Oldham, Pennine Acute Hospitals Trust, The District countryside, it benefits from: Christie NHS Foundation Trust, Greater Manchester • A population of 224,900 which is diverse, young, Waste Disposal Authority, University Campus and growing Oldham, Oldham College, and the Oldham Sixth Form College. • A working age population of over 157,000, of which over 34% are between 25 and 44 years old, 2.4 Oldham offers a fantastic quality of life, centred on providing a long-term sustainable pool of labour its strong cultural heritage, leisure and independent retail offers. • A strong business base with over 6,000 businesses spanning key sectors including: 2.5 Major annual events, such as Festival Oldham and advanced manufacturing, construction, health, the Whit Friday Brass Band contests, and a range of digital and creative, and, financial and professional specialist shops and markets across the borough, services add to its distinctiveness. They also play a part in making Oldham ‘family friendly’ – a quality which is • Excellent connectivity to the Greater Manchester further enhanced by our award winning parks; great City Region and the rest of the country via the public transport network; excellent childcare services, M60/M62 motorway, train and Metrolink networks and the exhibitions, shows and creative activities on • Over 101,500 registered businesses within a 30 offer through Gallery Oldham, Saddleworth Museum minute drive time catchment and Art Gallery, Spindles Town Square Shopping Centre, Tommyfield Market, Oldham Theatre • Brand new, state of the art schools and award- Workshop, and Oldham’s five theatres. winning parks • A wide choice of quality housing across both urban and rural communities. 2.2 The borough is home to a number of national and international brands and companies including the Trinity Mirror Group, Diodes Incorporated, Ferranti Technologies, Seton Healthcare Ltd, Park Cake Bakeries, Innovative Technologies, Littlewoods Home Shopping Group, Ambassador Textiles, and Nov Mono Pumps. 6 7 2. Oldham The Plan • Alexandra Retail Park – A £1.7million retail 2.9 We want people to recognise that this investment park redevelopment, anchored by a 40,000 sqft will underpin the delivery of our future plans and will 2.6 Oldham is changing and has seen significant financial Matalan store. have a hugely positive impact on how Oldham will investment in recent years including £430 million in be perceived. The development of a place marketing housing, a £137 million investment in education, and • Bloom Street – A retail-led joint venture next strategy for Oldham has been identified as one of the £80 million in healthcare facilities. to Oldham College and the new Oldham four key changes we have to make to ensure we can Leisure Centre 2.7 This trend is continuing, driven by the Metrolink achieve our overarching ambition. This key change extension through Oldham town centre; Oldham • Meridian Centre – Joint venture redevelopment is to ‘See Oldham Differently’ – as a productive College’s campus transformation; a new of an edge of centre, Grade II listed office/ place where business and enterprise thrive creating Headquarters for First Choice Homes Oldham; industrial complex confident communities. and Oldham Council’s £100 million capital • Foxdenton – Development of a 110 acre 2.10 The Oldham Partnership - whose role is to develop programme. All of which demonstrate our premium business park and high quality homes, and lead improved outcomes for Oldham’s residents, commitment to ‘doing our bit’ to transform the close to the M60 and M62 with a particular focus on creating jobs and public borough and realise our ambition. service reform – have developed an overarching • Hollinwood Junction – 16+ acres of retail and strategy for their work called the Oldham Plan. 2.8 Key investment projects, many of which are business opportunities, across three sites, just off supported by the council’s £100 million investment, the M60 2.11 Five priority outcomes within the Oldham Plan include: form a strategic framework for the Partnership’s • Royton Town Centre – £22.5 million town centre transformative work over the next ten years. These • Metrolink – Phase two
Load more

Recommended publications
  • Manchester Independent Economic Review
    MANCHESTER INDEPENDENT ECONOmiC REVIEW Reviewers’ report About the Review The Manchester Independent Economic Review provides a detailed and rigorous assessment of the current state and future potential of Manchester’s economy. It contains a rich seam of evidence to inform the actions of public and private sector decision-makers so that Manchester can achieve long-term sustainable economic growth and boost the performance of the national economy. Completely independent of local and national government, the Review is led by a panel of five prominent economists and business leaders: Sir Tom McKillop: Chairman, Manchester Independent Economic Review Diane Coyle: Managing Director, Enlightenment Economics Ed Glaeser: Professor of Economics, Harvard University Jonathan Kestenbaum: Chief Executive, NESTA Jim O’Neill: Chief Economist and Head of Global Economic Research, Goldman Sachs The Review Panel commissioned seven world-class organisations to work on seven strands of analysis which provide a deep and cutting-edge analysis of the economics of the Manchester City Region: the way businesses and people interact in terms of trade and skills, the causes and impact of innovation, how investment comes about and the effect it has, and why, despite all this economic activity and growth, stubborn pockets of deprivation still persist. An ambitious agenda-setting report pulls together the seven strands of analysis, output from the comprehensive economic baseline study, as well as incorporating the extensive intelligence gathered from a year long consultation across the public, private and voluntary sector, which will be the foundation of an ambitious economic strategy so that the world-class research the Review has produced is used to drive Manchester’s aspirations forward.
    [Show full text]
  • Borough Profile: Core Strategy
    Wigan Local Development Framework Economy and Employment Evidence Review June 2009 Wigan Council Environmental Services Borough Profile: Core Strategy Contents Title Table Employment A International Lisbon Strategy: Towards a Europe of Innovation and Knowledge A1 Cohesion policy in support of growth and jobs A2 B National Planning for Economic Development B1 Planning for Economic Development NLP Report B2 Employment Land Reviews: Guidance Note B3 Planning for Sustainable Rural Economic Development B4 Developing Entrepreneurship for the Creative Industries B5 The Role of Higher and Further Education Good Practice Guide for Tourism B6 Tomorrow's Tourism Today B7 Measuring Sustainable Tourism at the Local Level B8 The National Statistics Review of Tourism Statistics B9 Property Snapshot – UK Economy & Property Market B10 Planning for Economic Development: A Scoping Study for PPG4 B11 Recession to Recovery – The Local Dimension B12 C Regional Moving Forward - The Northern Way C1 North West Regional Economic Strategy C2 Title Table The North West Employment Land Study C3 North West Ports Economic Trends and Land Use Study C4 Ocean Gateway – A Vision for the North West by Peel Holdings (Draft C5 Prospectus) North West Utilities Infrastructure Study C6 D Sub regional Greater Manchester Economic Strategy 2004/05 – 2006/07 D1 Greater Manchester City Region Development Programme D2 Greater Manchester Skills Analysis and Priorities D3 Demand for Employment Land in Greater Manchester Study D4 The Manchester City Region Knowledge Economy Report D5
    [Show full text]
  • Devolution, Austerity and Inclusive Growth in Greater Manchester: Assessing Impacts and Developing Alternatives
    DEVOLUTION, AUSTERITY AND INCLUSIVE GROWTH IN GREATER MANCHESTER: ASSESSING IMPACTS AND DEVELOPING ALTERNATIVES Dr David Etherington Centre for Enterprise and Economic Development Research (CEEDR) Middlesex University Professor Martin Jones Centre for City Region Dynamics (CCRD) Staffordshire University With assistance from Caroline Bedale, Keep Our NHS Public 0 AUTHORS BIOGRAPHIES Dr David Etherington: Principal Researcher in the Centre for Enterprise and Economic Development Research (CEEDR) at Middlesex University. David is an active member of the International Initiative for the Promotion of Political Economy (IIPPE), Co–Convener of its Poverty Working Group, and a ‘Fairness Champion’ as part of Sheffield City Council Fairness Commission. Professor Martin Jones: Deputy Vice Chancellor, Professor of Human Geography, and Co- Director of the Centre for City Region Dynamics (CCRD) at Staffordshire University. Martin is co-editor of the Taylor & Francis Journal, Territory, Politics, Governance, and a Board Member of the Regional Studies Association. 1 CONTENTS Executive Summary 3 1. Introduction 11 2. The Economic and Financial Context to the Greater Manchester City-Region 14 3. Cuts in Local Authority Budgets and their Impact on Growth 19 4. Skills Funding Cuts and Implications for Growth 26 5. Welfare Funding Cuts and Conditionality Changes: Implications for Poverty and Growth 33 6. Health and Social Care Reforms and Fiscal Challenges 40 7. Austerity, Inclusive Growth, and the Role of Trade Unions and Civil Society Organisations 42 8.
    [Show full text]
  • Economic Development Plan, 2005
    TRAFFORD ECONOMIC ALLIANCE TRAFFORD ECONOMIC DEVELOPMENT PLAN A Final Version November 2005 The New Trafford Economic Development Plan CONTENTS 1. WHY HAVE AN ECONOMIC DEVELOPMENT PLAN? 1 2. TRAFFORD’S ASSETS & ROLE IN THE CITY REGION 2 3. ECONOMIC CHALLENGES 9 4. FRAMEWORK FOR ECONOMIC GROWTH 12 5. TAKING THE FRAMEWORK FORWARD 17 2 The New Trafford Economic Development Plan 1. Why have an Economic Development Plan? 1.1 Members of the Trafford Economic Alliance have for some time recognised the need for a single, coherent framework to help guide their activities and provide a basis for more effective dialogue with external partners. The need for such a framework was reinforced by the Audit Commission in their recent inspection of economic regeneration at Trafford MBC1. 1.2 This new Economic Development Plan (EDP) will provide a single reference point for economic development issues in the borough and will: • Offer partners a clear account of the configuration of the local economy, and the drivers affecting future economic performance. • Articulate the economic assets of Trafford and how these contribute to the wider economic performance of the Greater Manchester area • Outline the economic challenges the borough faces • Give a much clearer sense of the priorities for investment in the borough • Inform the Trafford Community Strategy review. 1.3 The Plan will be used as a basis for ongoing dialogue with sub regional and regional partners and funding agencies. The contribution of Trafford to the delivery of the Greater Manchester Economic Development Plan, the City Region Development Programme and the new Regional Economic Strategy is clearly identified at various parts of the document.
    [Show full text]
  • Local Development Framework
    Local Development Framework Bolton’s Core Strategy Development Plan Document Adopted 2 March 2011 Shaping the future of Bolton Shaping the future of Bolton 3 List of policies Policy Name Page H1 Healthy 23 A1 Achieving 25 P1 Employment 29 P2 Retail and leisure 31 P3 Waste 33 P4 Minerals 35 P5 Accessibility 37 S1 Safe 38 CG1 Cleaner and greener 41 CG2 Sustainable design and construction 44 CG3 The built environment 47 CG4 Compatible uses 48 SC1 Housing 51 SC2 Cultural and community provision 53 TC1 Civic and retail core 56 TC2 St Helena 57 TC3 St Peter’s 57 TC4 Trinity Gateway 58 TC5 Cultural Quarter 60 TC6 Knowledge Campus 61 TC7 Merchant ’s Quarter 62 TC8 Church Wharf 64 TC9 Little Bolton 64 TC10 Urban Village 65 TC11 Design in the town centre 66 RA1 Inner Bolton 69 RA2 Farnworth 71 RA3 Breightmet 73 M1 Horwich Loco Works 76 M2 Horwich Loco Works 76 M3 Broad location for employment development 78 M4 Middlebrook 79 M5 Parklands and the Lostock Industrial Area 80 M6 Wingates Industrial Estate 80 M7 The M61 corridor built environment 80 OA1 Horwich and Blackrod 83 OA2 Retail and leisure uses at Middlebrook 84 OA3 Westhoughton 85 OA4 West Bolton 86 OA5 North Bolton 88 OA6 Little Lever and Kearsley 90 LO1 Links to other areas 93 IPC1 Infrastructure and planning contributions 96 See also: Appendix 1 - Policy Summary 102 Bolton’s Core Strategy 4 Local Development Framework Contents Chapter 1 Introduction 6 Chapter 2 Spatial portrait and issues 9 Chapter 3 Spatial vision and objectives 17 Chapter 4 Strategic Policies 23 Healthy Bolton 23 Achieving
    [Show full text]
  • Northern Powerhouse Factsheet Key Figures on the City Regions in the Northern Powerhouse June 2015
    Northern Powerhouse factsheet Key figures on the city regions in the Northern Powerhouse June 2015 Introduction The idea of a ‘Northern Powerhouse’ was first introduced in June 2014 by the Chancellor of the Exchequer, George Osborne, in a speech in Manchester. He made the case that the lack of economic and physical connections between the cities and city regions of the North of England was holding back their growth, with significant implications for the national economy. In the Chancellor’s own words: “the whole is less than the sum of its parts…so the powerhouse of London dominates more and more.” For Osborne, the solution to this challenge is the creation of a Northern Powerhouse – “not one city, but a collection of northern cities - sufficiently close to each other that combined they can take on the world.” Since the Chancellor’s initial speech, a raft of interventions have been announced to help turn the rhetoric of a Northern Powerhouse into reality – including the Greater Manchester Devolution Deal, Transport for the North, and the Northern Transport Strategy. With the creation of a Northern Powerhouse set to be a key priority for the new Government, this briefing sets out the current economic profile of the key city regions across the North and compares their performance with that of London and of the UK as a whole. Reflecting the policy pledges contained within the Conservative manifesto, for the purposes of this analysis the Northern Powerhouse is made up of the city regions of Liverpool, Manchester, Leeds, Sheffield, Hull and
    [Show full text]
  • Tourism Strategy for Pdf.Qxp
    A Tourism Strategy for Greater Manchester 2008 2013 We are each of us tourists in the original modern city 1. It’s all about us Our tourism challenge is to create A City to be proud of a City that delivers a better quality If our quality of life is improved, if our physical environment is transformed and if we are inspired by all of life for the three million people that surrounds us in the form of culture, entertainment, who live or work here. It's as food and services, then we will have a City Region to simple as that. be proud of and one that attracts great minds and great businesses as well as a new, global tourism market. If we build a destination that is fit Building the Original Modern brand** for us, the people of Greater More than that, a better tourism product and a more outwardfacing industry is pivotal to Manchester's Manchester*, then we will create a national and international brand. Here the tourism future City that will attract people strategy for Greater Manchester is a whollyowned from all over the world, particularly subsidiary of the Original Modern vision for Manchester. those with a thirst for discovery. We must ensure that our visitor destinations, our hotels, our galleries and theatres and bars and restaurants are all striving to be original, and modern, in everything they do and seek to do. We must build a better Manchester 'product' to increase businessrelated tourism in particular and to secure the continued flow of investment that our City Region needs, and deserves, to stay ahead.
    [Show full text]
  • Greater Manchester Resilience Strategy 2020-2030
    Greater Manchester Resilience Strategy 2020 - 2030 April 2021 Greater Manchester Resilience Forum Foreword Since setting out to develop this Strategy, Greater Manchester has faced a deadly terrorist attack, major flooding, moorland fires on an unprecedented scale, the effects of COVID-19 and a range of other emergencies. During this period we have also planned for the UK’s exit from the EU and declared a Greater Manchester climate change emergency. It is clear that resilience is, and needs to be, a major priority for the city-region, an area that is home to over 2.8 million people. Just as people, businesses and our cultural heritage tend to be concentrated in our town and cities, risks and opportunities are focused here too. In this context, urban resilience, and the capacity for the places in which we live and work to survive and, if possible, thrive through disruption and crises, becomes fundamental to our collective success. We live in a world where uncertainty is a fact of life. But this doesn’t mean that our ability to create the future that we want should be limited. It doesn’t mean that we’ll wait for emergencies to happen before we act. Greater Manchester has set out its plans for integrating health and social care services, boosting the economy, increasing the availability of affordable housing, reducing crime, enhancing community cohesion, and creating a better environment in which to live, work and visit. But, in making these plans, we must consider the complex challenges we face and establish a pathway to maximise opportunities to build our resilience to the shocks and stresses that could affect us.
    [Show full text]
  • Manchester's State of the City Report
    Manchester’s State of the City Report 2011/2012 Prepared by the Manchester Partnership Issue 6: July 2012 Contents Foreword 8 2.4.1 Increasing employment and skills ...................18 2.4.2 Education ������������������������������������������������������19 1 Introduction 10 2.4.3 Living longer, healthier lives ...........................19 1.1 Context ........................................................ 10 2.5 Neighbourhoods of choice .............................19 1.2 The Manchester Partnership ......................... 10 2.5.1 Overview �������������������������������������������������������19 1.3 The Manchester Way – Manchester’s 2.5.2 Satisfaction with the local area ......................19 Community Strategy 2006–15 .........................11 2.5.3 Improving the environment ...........................19 1.3.1 Overview �������������������������������������������������������11 2.5.4 Housing ��������������������������������������������������������19 1.3.2 The spines explained ...................................... 12 2.5.5 Making communities safer ����������������������������19 1.4 Performance management of the Community Strategy Delivery Plan ................. 12 2.6 Individual and collective self-esteem and mutual respect .......................................20 1.5 The Greater Manchester City Region ............. 12 2.6.1 Overview ������������������������������������������������������20 1.5.1 Manchester Independent Economic Review ... 12 2.6.2 Satisfaction with life .....................................20 1.5.2 Greater
    [Show full text]
  • Greater Manchester Green City Region Partnership 2020/21 Annual
    Public Document GREATER MANCHESTER GREEN CITY REGION PARTNERSHIP 2020/21 DATE: Friday 24 July 2020 TIME: 10.00 am VENUE: Virtual LIVE TEAMS EVENT ANNUAL GENERAL MEETING AGENDA 1. INTRODUCTION AND APOLOGIES (CHAIR) (3 MINUTES) 2. TO NOTE THE APPOINTMENT OF CHAIR AND AGREE PARTNERSHIP 1 - 16 TERMS OF REFERENCE FOR 2020/21 REPORT OF ALISON MCKENZIE FOLAN, PORTFOLIO CHIEF EXECUTIVE (5 MINUTES) ORDINARY BUSINESS 3. CHAIRS ANNOUNCEMENTS AND URGENT BUSINESS (CHAIR) (5 MINUTES) 4. DECLARATIONS OF INTEREST (CHAIR) (2 MINUTES) 17 - 20 To receive declarations of interest in any item for discussion at the meeting. A blank form for declaring interests has been circulated with the agenda; please ensure that this is returned to the Governance & Scrutiny Officer at the start of the meeting. FOR AGREEMENT 5. TO APPROVE THE MINUTES OF THE PREVIOUS MEETING DATED 21 - 28 18 MAY 2020 (CHAIR) (5 MINUTES) 6. GREATER MANCHESTER COVID19 RECOVERY PLAN – 29 - 32 ENVIRONMENT THEME REPORT OF MARK ATHERTON, ENVIRONMENT DIRECTOR (10 MINUTES) 7. COMMUNICATIONS GREEN CITY STRATEGIC NARRATIVE REPORT OF 33 - 40 HAYLEY JAMES, ASSISTANT COMMUNICATIONS DIRECTOR (10 MINUTES) BOLTON MANCHESTER ROCHDALE STOCKPORT TRAFFORD BURY OLDHAM SALFORD TAMESIDE WIGAN Please note that this meeting will be livestreamed via www.greatermanchester-ca.gov.uk, please speak to a Governance Officer before the meeting should you not wish to consent to being included in this recording. 8. PROGRESS REPORT - 5 YEAR ENVIRONMENT PLAN (YEP) REPORT OF MARK ATHERTON, ENVIRONMENT DIRECTOR 41 - 56 (10 MINUTES) 9. CHALLENGE GROUP UPDATES (CHALLENGE GROUP CHAIRS) 57 - 70 (15 MINUTES) FOR DISCUSSION - BUILDINGS CHALLENGE DEEP DIVE 10.
    [Show full text]
  • Interview with Paul Simpson, Managing Director, Visit Manchester 24 April 2012
    inspire, engage, connect. Interview with Paul Simpson, Managing Director, Visit Manchester 24 April 2012 How is Visit Manchester delivering against the Strategic Framework objectives and in particular objective 2: To develop compelling destinations? Visit Manchester was created in 2004 following Marketing Manchester (created 1996) being given strategic responsibility for tourism in Greater Manchester by the Northwest Regional Development Agency. The Strategic Framework for England has helped develop our vision for Greater Manchester to be a more compelling destination. The Greater Manchester Destination Management Plan 2012-13 (which sits below the tourism strategy, ‘A Tourism Strategy for Greater Manchester 2008-13’) follows the Strategic Framework’s approach by establishing the following objectives: • create globally recognised and iconic events, developments, initiatives and opportunities; • ensure a better quality of life for the communities of Greater Manchester and the wider City Region; • make the practices of the City Region’s tourism sector a key plank of delivering against the Original Modern brand vision; • tackle the tough issues like wider community benefits through tourism; accessibility and diversity; a more inclusive night-time economy; • embark on a ‘blue skies’ strand of long range thinking that explores issues such as technological change, demographic shifts and environmental sustainability. Manchester’s key ingredients of success are: 1. Very strong civic leadership - there are 10 Local Authorities throughout the Greater Manchester area (Bolton, Bury, Oldham, Manchester, Rochdale, Salford, Stockport, Tameside, Trafford, Wigan) and for many years they have worked in close collaboration with each other and with Marketing / Visit Manchester. There is very strong civic leadership that exists across Greater Manchester, particularly in the form of AGMA (Association of Greater Manchester Authorities).
    [Show full text]
  • Examining the Potentiality of a Co-Operative Manchester City-Region
    Urban renewal and the ‘Just City’: Examining the potentiality of a co-operative Manchester city-region. Submitted thesis for the degree of Doctor of Philosophy Edge Hill University Kevin Burke The Business School September 2018 Supervisory Team Director of Studies – Professor John Diamond (Edge Hill University) Supervisor – Dr. Alan Southern (University of Liverpool) Acknowledgements Throughout this research journey, there are several people that have guided, supported and helped me. I would like to take this opportunity to acknowledge you all. Professor John Diamond of Edge Hill University, as my Director of Studies, has shown great understanding of myself as a person and as a student. Your knowledge, calming influence and confidence in me has been a huge motivating factor during this time and I would like to specifically thank you. Dr. Alan Southern of the University of Liverpool also deserves special thanks. As part of the supervision team, your frank and honest ideas and guidance have helped me keep the motivation and focus within the work. Thank you both. I received great support and guidance from the Graduate School at Edge Hill University, especially during my early experiences of post graduate study. Thank you to Dr. Leon Culbertson, the Assistant Director for Graduate Research, for encouraging me to progress down this route and organising a fantastic supervision team. This post graduate progression was also encouraged by my undergraduate lecturers at Edge Hill University – Dr. Tasleem Shakur and Dr. Deborah Baldwin, thank you both. Colleagues at my current place of work, the University of Bolton, have also been wonderful in affording me time and support in getting this work completed – thank you Jane, Jo, Stuart, Chrissie, Paula, Bren and Andrea.
    [Show full text]